I hope people remember me as a good and decent man && if they do, then that's success

Tm Cook
" You want to be the pebble in the pond that creates the ripple for change. "

Timothy Donald Cook was born on November 1, 1960 in Alabama. He graduated from the Auburn University with a bachelor’s degree in industrial engineering in the year 1982. He also got his M.B.A. from Duke University in the late 80’s. He joined IBM and worked up the ranks to become the computer corporation’s North American Fulfillment director. Then in 1994, he became Chief Operating Officer (COO) at Intelligent Electronics in the Reseller Division.

" Let your joy be in your journey - not in some distant goal. "

Tim cook became the CEO of the largest technology company in the world on August 24, 2011. His total compensation package was around $378 million which makes him the highest paid CEO in the world. He has been instrumental in taking Apple forward and keeping the brand value intact even through rough periods of time when there seemed to be nothing new to boast about for the revolutionary company. How he made the decision to join Apple when its future looked bleak and how he remained the calm force in the company through every high and low is now part of legend.

" You can focus on things that are barriers or you can focus on scaling the wall or redefining the problem. "

Later he joined Compaq as Vice President of corporate materials, procuring and managing product inventory. After six months at Compaq came the turning point of his life. Steve Jobs wanted him to join Apple. Many of the top investors and entrepreneurs including Micheal Dell had said that the future of Apple was not looking very bright. Many suggested him to stay with Compaq which was a secure option but Tim Cook chose otherwise.

" Work takes on new meaning when you feel you are pointed in the right direction. Otherwise, it's just a job, and life is too short for that. "

Top 1 books recommended by Tm Cook :

image George Stalk

Competing Against Time: How Time-Based Competition is Reshaping Global Markets

Today, time is the cutting edge. In fact, as a strategic weapon, contend George Stalk, Jr., and Thomas M. Hout, time is the equivalent of money, productivity, quality, even innovation. In this path-breaking book based upon ten years of research, the authors argue that the ways leading companies manage time?in production, in new product development, and in sales and distribution?represent the most powerful new sources of competitive advantage.

With many detailed examples from companies that have put time-based strategies in place, such as Federal Express, Ford, Milliken, Honda, Deere, Toyota, Sun Microsystems, Wal-Mart, Citicorp, Harley-Davidson, and Mitsubishi, the authors describe exactly how reducing elapsed time can make the critical difference between success and failure. Give customers what they want when they want it, or the competition will. Time-based companies are offering greater varieties of products and services, at lower costs, and with quicker delivery times than their more pedestrian competitors. Moreover, the authors show that by refocusing their organizations on responsiveness, companies are discovering that long-held assumptions about the behavior of costs and customers are not true: Costs do not increase when lead times are reduced; they decline. Costs do not increase with greater investment in quality; they decrease. Costs do not go up when product variety is increased and response time is decreased; they go down. And contrary to a commonly held belief that customer demand would be only marginally improved by expanded product choice and better responsiveness, the authors show that the actual results have been an explosion in the demand for the product or service of a time-sensitive competitor, in most cases catapulting it into the most profitable segments of its markets.

With persuasive evidence, Stalk and Hout document that time consumption, like cost, is quantifiable and therefore manageable. Today's new-generation companies recognize time as the fourth dimension of competitiveness and, as a result, operate with flexible manufacturing and rapid-response systems, and place extraordinary emphasis on R&D and innovation. Factories are close to the customers they serve. Organizations are structured to produce fast responses rather than low costs and control. Companies concentrate on reducing if not eliminating delays and using their response advantage to attract the most profitable customers.

Stalk and Hout conclude that virtually all businesses can use time as a competitive weapon. In industry after industry, they illustrate the processes involved in becoming a time-based competitor and the ways managers can open and sustain a significant advantage over the competition.

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